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Published online 2017 December 27 Research Article

185

J Health Sci Technol. 2017 December;1(4):185-192.

Organizational Commitment in the Employees Working in Hospitals

Affiliated to the Zabol University of Medical Sciences

Samira Elhamirad

1

, Obeidollah Faraji

2

, Abbas Ali Ramazani

3

, Ali Reza Amirabadizadeh

4

1Department of Health Services Management, Faculty of Health, Zabol University of Medical Sciences, Zabol, IR Iran 2Social Determinants of Health Research Center, Kurdistan University of Medical Sciences, Sanandaj, Iran

3MSc in Epidemiology, Social Determinants of Health Research Center, Birjand University of Medical sciences, Birjand, Iran 4Medical Toxicology and Drug Abuse Research Center (MTDRC), Birjand University of Medical Sciences, Birjand, Iran

*Corresponding author: Abbas Ali Ramazani; Social Determinants of Health Research Center, Birjand University of Medical Sciences, Birjand, Iran.

Tel: 05632381663, Fax: 05632430076, Email: ramazani_ab@yahoo.com

Received: September 25, 2017; Accepted: December 16, 2017 Abstract

Background: Organizational commitment as an attitude and working method can have beneficial consequences for planning, organizing, increasing the efficiency, high performance, reducing absenteeism and delay, and specialized, committed human resources, and consistent with organizational goals have tendency towards the organization membership and work beyond their assigned duties. Therefore, this study was conducted aiming to determine the ratio of organizational commitment and its related factors among the employees working in hospitals affiliated to the Zabol University of Medical Sciences.

Methods: This descriptive-analytical study of cross-sectional type was performed on 152 employees working in hospitals affiliated to the Zabol University of Medical Sciences. Data collection tool in this research was Allen and Meyer organizational commitment questionnaire. Data analysis was performed by SPSS19 software and independent t-test and one way ANOVA, Mann-Whitney and Kruskal-Wallis, Pearson correlation coefficient were used and significance level was considered as 0.05.

Results: In this study, 152 people were investigated, that 68 (44.7%) people were female and 84 (55.3%) people were male. The mean age of participants and work experience was equal to 31.76±7.51 and 7.38±6.88 years, respectively. There was a significant difference between organizational commitment and normative commitment of people with various employment statuses; there was a significant and negative relationship between education and organizational commitment. Conclusions: According to the results of study, managers should increase commitment (paying attention to the competency and merit of employees in assigning duties to them and identifying their ability and talent) to drive the hospital towards its real purpose: "Maintaining, Retrieving and Promoting Health ."

Keywords: Organizational Commitment; Hospital; Zabol

1. Introduction

Organizational commitment is an attitude about employees' loyalty in the organization and a continuous process that ensures the success and welfare of organization through the participation of individuals in organizational decisions, and the individual's attention to the organization (1). Among the indicators that measure the superiority ratio of organizations compared with each other are the employees and managers working in them, that the ratio of their loyalty and commitment makes the assigned duties performed with

higher quality, which can increase the organizational performance, efficiency and effectiveness (2). Organizational commitment is the strong desire of a member to remain in the organization, a great deal of effort for the organization, and a firm belief in accepting the values and goals of organization (3). Allen and Meyer have stated various dimensions for organizational commitment. They distinguish between three types of commitment and define organizational commitment with three components of

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emotional commitment (employees' affective affiliation and belonging to the organization), continuous commitment (remaining in the organization due to the costs resulting from leaving the organization), and normative commitment (requirement and a sense of duty to remain in the organization) (4). Human resources, along with physical capitals and consuming materials are the most important inputs of the health system (5). The committed employees have been recognized as a vital and basic resource for the successful performance of organizations (6). Organizational commitment as an attitude and working method can have beneficial consequences for planning, organizing, increasing the efficiency, high performance, reducing absenteeism and delay, and specialized and committed human resources and consistent with organizational goals, have tendency towards the organizational membership and act beyond their assigned duties (7). The hospital as a service organization with its own specific structure and complexity offers services to various people of the community. This organization is one of the main pillars of the health care and treatment system of the community and its main and actually major tool is the human resources (8). Therefore, the commitment to the organization in the employees of hospital, who take steps to produce a product called "preserving, retrieving and promoting humans health" (9) is of particular importance. Therefore, this study was conducted aiming to determine the ratio of organizational commitment and its related factors in the hospitals affiliated to the Zabol University of Medical Sciences in 2011.

2. Methods

This study was descriptive-analytical of cross-sectional and applied type. The research population consisted of working employees including physicians, nurses and administrative staff in the hospitals affiliated to the Zabol University of Medical Sciences (Amir al-Momenin Ali (PBUH), Seyed Al-ShohadaZahak and Imam Khomeini (RA) Hospitals), that 155 of them were selected and investigated, and according to the random sampling method were classified and included 60 staffs (39%), 73 nurses (47%) and 22 physicians (14%). The data collection tool in this research was a questionnaire. The first part of the questionnaire was related to the demographic and background characteristics of the subjects under study of hospitals including age, gender, work experience, marital status, salary ratio, employment status, level of education,

employment status, having second job, and Allen and Meyer questionnaire was used to measure organizational commitment. Meyer and Allen have reported that in 40 conducted researches, the median of reliability score (Cronbach's alpha) for emotional, continuous and normative commitments have been 0.85, 0.79, and 0.73, respectively (10). The reliability ratio of questionnaire in this study has been 0.71. This questionnaire has 18 questions which is in the seven-degree Likert's scale and assesses the three dimensions of emotional commitment, continuous commitment, and normative commitment. The questions from 1 to 6 assess emotional commitment, questions from 7 to 12 assess continuous commitment, and questions from 13 to 18 assess normative commitment of the subjects under study. This questionnaire has been used in previous studies of Mehdi Mahdavi (11). The method of ranking the options in this questionnaire is Likert's seven-degree scale. To determine the validity of questionnaire, it is tried to make questions in accordance with theoretical principles of the research and to avoid vague and unclear questions. Also, the opinion and approval of the respected professors have contributed to this point. In order to gain scientific trust, the data collection tool was assessed in two turns with a weekly interval among 10 subjects of the research population having homogenous characteristics with the samples of research. To collect the data, firstly, the list of employees working in sample hospitals was taken from the deputy of treatment and hospitals and people were selected by assigning special code to each person and by stratified random method. The researcher, while presenting a letter of introduction to the hospitals officer in order to respect human dignity in addition to obtaining informed consent from the individuals, initially described the aims of research to the individuals and ensured them that the acquired data would remain confidential. Then they refer to the hospitals and by giving the questionnaires to the selected employees and filling the questionnaire by them, the required data was collected; 155 questionnaires were distributed among the working employees and about 152 questionnaires were collected, that 152 complete versions were selected for analysis. Data analysis was performed by using SPSS19 software. Firstly, descriptive indicators including mean, standard deviation and frequency were reported. Then, by using the Kolmogorov-Smirnov test, we investigated the normality of the qualitative variables. For normal variable, by using independent t-test and one-way ANOVA, and in case of the lack of establishment of this

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J Health Sci Technol. 2017 December;1(4):185-192

assumption, the Mann-Whitney and Kruskal-Wallis tests were used. The Pearson correlation coefficient or Spearman test were used to investigate the relationship between age and work experience with the dimensions of organizational commitment. The significance level was considered as 0.05.

3. Results

In this study, 152 people were investigated, 68 (44.7%) people were female and 84 (55.3%) people were male. According to table 1, the highest frequency of the subjects under study was related to the employees of Amir Al-Momenin Ali (PBUH) (59.2%) hospital and the lowest frequency was related to the employees of Imam Khomeini (RA)and Seyed Al-ShohadaZahak (20.4%)hospitals. In terms of education, most of the employees had a bachelor's degree (53.3%) and the highest frequency of the subjects under study was in the group of nurses with 48% (73 people) and the lowest frequency was related to the group of physicians with 14.5% (22 people). Regarding the type of employment (33.6%) were formally employed by the university, that this group had the highest frequency, and the lowest percentage (2%) of the employees were employed as both corporate and other ways of employment (105 people), 69.1% of employees are working as full-time who have allocated the highest percentage to themselves and the lowest percentage of employees (2.6%) is related to the employees who are working other than full-time and mid-time. The mean of work experience of the hospital employees was 7.38±6.88. The mean age of participants was also 31.76±7.51 years.

The mean of organizational commitment was higher in men than in women (82.93±15.20 vs. 84.10±18.41). However, there was no statistically difference between organizational commitment score for both genders (p=0. 67). There was also statistical significant difference between the mean score of organizational commitment and employment status, and education, but the mean score of organizational commitment and all of its dimensions did not have statistical significant difference with gender, marital status, salary, and

people's workplace hospital (p>0.05). The mean score of normative organizational commitment in people with contractual employment status was significantly higher than the plan status (31.67±7.095 vs. 25.03±9.137, p=0.005). Also, the results of Tukey's test showed that individuals with a formal employment status had a significantly higher mean score of normative organizational commitment than those with plan status (p=0.01) and treaty status (p=0.03). The mean score of organizational commitment in people with a doctoral degree was equal to 69.55±14.225 and bachelor was 83.88±16.524, respectively. The results of Tukey's test in the educational status of people also showed that the mean score of normative organizational commitment in doctoral degree is significantly lower than other degrees (p <0.05), and in the continuous organizational commitment, the score of those with a doctoral degree was significantly lower than those with diploma degree (p=0.01) (table 1).

The mean score of organizational commitment, continuous organizational commitment and normative organizational commitment with the job group and the second job of people had statistically significant difference. The mean score of organizational commitment in physicians was 69.55±14.225 and in nurses was 86.44±14.158. The results of Tukey's post hoc test showed that the mean score of organizational commitment, continuous organizational commitment, and normative organizational commitment in physicians were significantly lower than those of administrative staff and nurses (p <0.05). The mean score of organizational commitment, continuous organizational commitment and emotional organizational commitment in people with the second job status were equal to 73.44±11.679, 19.75±5.698, and 24.44±3.596 respectively. Independent t-test results showed that the mean scores in those who have a second job are significantly lower than those who do not have a second job (p<0.05) (table 2). The results of Pearson correlation coefficient test showed that there is no statistically significant relationship between age and work experience of people with organizational commitment and its various dimensions (p>0.05) (table 3).

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Table 1: Comparison of Organizational Commitment and Its Dimensions in Terms of Demographic Characteristics

Demographic

Characteristics Frequency (%)

Continuous Organizational

Commitment (Mean±SD)

Emotional Organizational

Commitment (Mean±SD)

Normative Organizational

Commitment (Mean±SD)

Organizational Commitment

(Mean±SD)

Gender:

Male 84 (55.3%) 27.10±9.247 26.72±5.194 30.11±7.286 84.10±18.413

Female 68 (44.7%) 26.93±7.752 26.89±6.427 29.28±7.915 82.93±15.200

p-value 0.903 0.858 0.504 0.675

Marital status:

Single 43 (28.3%) 27.26±9.429 26.47±6.239 27.93±7.920 81.65±19.174

Married 109 (71.7%) 26.93±8.721 26.95±5.769 30.45±7.328 84.33±16.104

p-value 0.832 0.646 0.64 0.383

Employment status:

Formal 51 (33.6%) 28.24±7.916 27.27±5.661 31.47±6.442 86.98±14.568

Treaty 18 (11.8%) 27.22±7.272 25.59±4.878 28.89±7.813 81.67±14.345

Contractual 84 (55.3%) 27.36±8.845 27.6.±5.830 30.98±6.599 85.94±16.805

Plan 47 (30.9%) 24.67±7.792 25.20±6.970 25.03±9.137 74.90±20.825

Corporate 30 (19.7%) 29.000±7.000 26.67±5.686 31.67±7.095 87.33±12.858

Others 3 (2%) 21.33±11.372 20.67±1.155 31.00±6.083 83.00±14.933

p-value 3 (2%) 0.440 0.261 0.005 0.046

Education:

Diploma 22 (14.5%) 29.73±8.800 27.82±6.463 32.86±6.174 90.41±16.698

Associate Degree 27 (17.8%) 27.70±7.640 29.04±5.997 31.78±6.191 88.52±14.807

Bachelor 81 (53.3%) 28.22±8.338 26.06±6.141 29.59±7.134 83.88±16.524

PhD and higher 22 (14.5%) 19.05±5.892 25.86±2.981 24.64±9.409 69.55±14.225

p-value 0.0001 0.093 0.001 0.0001

Salary:

Less than 500.000

Toman 64 (42.1%) 27.17±9.180 26.95±7.238 30.28±7.755 84.41±19.327

Between 500.000 to

1.000.000 Toman 85 (55.9%) 27.08±8.174 26.81±4.767 29.39±7.127 14.922±14.922

Between 1000.000 to

2.000.000 Toman 3 (2%) 22.00±7.937 24.00±1.000 28.00±16.137 23.580±23.580

p-value 0.594 0.700 0.718 0.572

Hospital:

Amir 90 (59.2%) 27.23±8.583 25.71±5.798 28.06±8.865 84.81±17.298

Imam 31 (20.4) 26.35±10.058 26.61±4.349 29.74±6.752 80.13±17.610

Zahak 31 (20.4) 27.06±8.944 27.7±6.363 30.31±7.2978.944 83.42±15.526

p-value 0.887 0.439 0.36 0.419

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J Health Sci Technol. 2017 December;1(4):185-192

Table 2: Comparison of Organizational Commitment and Its Dimensions in Terms of Employment Status

Demographic

Characteristics Frequency (%)

Continuous Organizational

Commitment (Mean±SD)

Emotional Organizational

Commitment (Mean±SD)

Normative Organizational

Commitment (Mean±SD)

Organizational Commitment

(Mean±SD)

Employment Group:

Administrative

Staff 57 (37.5%) 26.89±9.209 27.09±7.011 31.33±7.120 85.32±18.846

Nurse 73 (48%) 29.52±7.255 26.89±5.619 30.03±6.675 86.44±14.158

Physician 22 (14.5%) 19.05±5.892 25.86±2.981 26.64±9.409 69.55±14.225

p-value 0.0001 0.704 0.001 0.0001

Employment Status:

Full-time 105 (69.1%) 26.90±8.155 27.20±5.527 29.57±7.522 83.68±16.024

Half-Time 43(28.3%) 27.35±9.606 25.95±6.907 29.81±7.829 83.12±19.683

etc. 4 (2.6%) 26.50±10.408 26.00±1.414 33.25±6.292 85.75±14.930

p-value 0.953 0.488 0.635 0.952

Second Job status:

Has 16 (10.5%) 19.75±5.698 24.44±3.596 29.25±8.062 73.44±11.679

Does not have 136 (89.5%) 27.88±8.473 27.10±6.050 29.79±7.528 84.76±17.168

p-value 0.0001 0.01 0.786 0.01

Table 3: Relationship of Organizational Commitment and Its Dimensions with Age and Work Experience

Variable

Continuous Organizational Commitment

Emotional Organizational Commitment

Normative Organizational Commitment

Organizational Commitment

Age r=0.12, p=0.16 r=015, p=0.85 r=0.1, p=0.24 r=0.21, p=0.8

Work Experience r=0.01, p=0.88 r=0.01, p=0.86 r=0.13, p=0.11 r=0.07, p=0.40

4. Discussion

In this study, there was no statistically significant relationship between age and work experience of people with organizational commitment and its various dimensions. It was also specified in a research by Tallman and Bruning (12), that there was no statistically significant relationship between work experience and emotional organizational commitment, while in their research there was a significant relationship between work experience and continuous organizational commitment, and with increasing work experience, continuous commitment was also increased in them. In a research that Chen and Francesco (13) conducted in 2000, there was no significant relationship between organizational commitment of employees and work experience either.

In this study, there was a significant difference between organizational commitment and normative commitment of

people in various employment statues (formal, treaty, contractual, plan, corporate, and others) and plan forces had lower commitment than formal and contractual forces. In a research that Mohammad Kamali et al. have conducted on the employees of Kerman Psychiatric Hospital, formal employees had a higher organizational commitment than temporary employees (14). This factor, that is low commitment of the plan forces might be due to the fact that people have stayed in the organization merely because they had no place to go or had to spend their work period in these hospitals, or because their salaries and benefits might be lower than others and know their place in the hospital temporary, while formal forces have a higher organizational commitment than treaty, contractual, plan, and corporate forces, because those employees who have stayed for a long time in the organization usually have a strong organizational

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commitment. In general, those with more experience are more likely to be trusted and have competency in performing their tasks and they may show a positive behavior and feeling toward their recruiting hospital and, on the other hand, a longer stay in the organization leads to a sense of unity towards the organization, followed by greater organizational identity, and hence organizational commitment increases (15).

There was no significant difference between continuous commitment and emotional commitment of people in various employment statuses (formal, treaty, contractual, plan, corporate and others). Regarding the definition of continuous commitment, that the commitment to the organization is due to awareness of the costs of leaving the organization, that is, an individual stays in the organization because according to the cost-benefit analysis he concludes that he needs to remain. Therefore, the mean of continuous commitment in various employment statuses is almost the same, because at many times a person staying in the organization is because of the lack of alternative opportunities or because leaving the service is costly (16).

The results also showed that there was a significant difference between various jobs (administrative staff, nurses and physicians) in terms of organizational commitment and its dimensions except emotional commitment, in a way that physicians had a lower commitment than nurses and administrative staff. As it was observed in the relationship between employment and commitment, the plan forces had a lower commitment than formal and contractual forces, and considering the fact that the sample physicians under study were plan forces, it can be said that one of the reasons for their low commitment can be due to their being plan forces and another reason for the low commitment of physicians may be because they want the payment system and promotion policy to be fair, unambiguous and in accordance with their expectations, that is, the amount of salary should be determined and paid according to the type of employment and skill level, which will increase job satisfaction and, as a result, will increase the organizational commitment of physicians, while in this study physicians' job satisfaction was low because their expectations for receiving fair salary were ignored, that results in the reduction of their organizational commitment.

There was a significant and negative relationship between education and organizational commitment, in a way that organizational commitment of those with doctoral and

higher educational degree was lower than those with diploma, associate and bachelor degrees. The employees with higher education have higher expectations than other employees that their expectations are not fulfilled and feel that they have received less than what they have given to their organization. By this comparison, the sense of injustice is created in them and, as a result, the level of their commitment and loyalty to the organization decreases. These results are consistent with the studies conducted by Yaghoubi on Nursing Managers at Educational Hospitals of Isfahan (17), MosaddeghRaad on the Staffs of Isfahan University of Medical Sciences (18) and Lavasani on the Nurses of Governmental and Non-Governmental Hospitals in Tehran (19), but are not consistent with the results of studies conducted by Jahangiri on nurses in Internal-Surgical Wards of Hospitals Affiliated to Shahid Beheshti University of Medical Sciences and Health Services (20), Steers (21) and Tallmen (12) and Chen (13), and Gorgulu, who performed on health employees in Turkey (22).

The mean of organizational commitment and its dimensions, except the normative commitment, in those who do not have the second job is significantly higher than those who have a second job. The negative relationship of this variable (having a second job) with organizational commitment and its dimensions, except normative commitment means that the less the need for a hospital is, organizational commitment reduces, and provided that there are potential job opportunities and the lack of interest and attachment to the hospital, the possibility to transfer or leave the organization, especially by experienced and highly educated employees exists. As a result the organizational commitment of those who have a second job is less. Considering the positive impact of a long-term employment contract on organizational commitment, it is necessary to try more for the improvement of employees' job security. It is also necessary to note that a significant proportion of hospital employees have temporary employment status.

The difference in the results of various researches can be justified with regard to the difference in the investigated communities, the desired jobs, as well as the different cultural factors that govern the organizational environment. Among the limitations of the current study, the lack of cooperation of employees, especially physicians can be mentioned. Also, due to the high volume of work, most people could not complete the questionnaire in the presence of the inquirer, which made them to face with difficulty at

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J Health Sci Technol. 2017 December;1(4):185-192

the time of completing the questionnaire. In order to remove these limitations, as far as possible it was tried to largely remove this problem by justifying the importance of the issue for employees and by repeated references at various times.

5. Conclusion

The results of study showed that the ratio of organizational commitment of the employees was not high. As a result, managers should promote the employees' job security and provide promotion and growth opportunities in the organization in order to increase their organizational commitment so that they drive the hospital towards realizing its ultimate goals, particularly the promotion of services quality and the level of health of the covered community.

6. Acknowledgements

This article is the result of a research project of the same name approved by the Zabol University of Medical Sciences. Therefore, researchers know themselves obliged to thank the Deputy of Research of the Zabol University of Medical Sciences, the Deputy of Health and Hospitals Affiliated to the Zabol University of Medical Sciences and all the employees who have participated in the study.

References

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2.Nehrir B, Ebadi A, Tofighi Sh, Karimi Zarchi AA, Honarvar H. Relationship of job satisfaction and organizational commitment in hospital nurses. Iran J Mil Med. 2010;12(1):23-6.

3.Moorehead G, Griffin RW. Organizational behavior: Managing people and organizations: Ninth Edition Macmillan Publishing,Cengage Learning; 2011.

4.Herscovitch L, Meyer JP. Commitment to organizational change: extension of a three-component model. J Appl Psychol. 2002 Jun;87(3):474-87.

5.Stenberg K, Hanssen O, Edejer TT, Bertram M, Brindley C, Meshreky A, et al. Financing transformative health systems towards achievement of the health Sustainable Development Goals: a model for projected resource needs in 67 low-income and middle-income countries. Lancet Glob Health. 2017 Sep 1;5(9):e875-87.

6. Amjad Ali C, Kundi GM, Qureshi QA, Akhtar R. Relationship between work-life balance & organizational Commitment. Research on Humanities and Social Sciences. 2014;4(5):1-7.

7. Mahmoudi Rad G, Naeim Hassani S. Relationship between organizational commitment and burnout of nurses working in Valiasr Hospital of Birjand in 2011. Mod Care J. 2014;10(4):264-71. [Persian]

8.Raeisi P, Mohebbifar R. Job motivators from the employees and managers'point of view in teaching hospitals affiliated to Qazvin University of Medical Sciences. J Qazvin Univ Med Sci. 2006;10(38):101-8. [Persian]

9.Delgoshaei B, Tofighi S, Kermani B. The relationship between organizational climate and organizational commitment in teaching hospitals of Hamedan University of medical sciences. Horizon Med Sci. 2009;14(4):60-8. [Persian]

10.Allen NJ, Meyer JP. The measurement and antecedents of affective, continuance and normative commitment to the organization. J Occup Organ Psychol. 1990;63(1):1-18.

11.Mahdavi M, Arab M, Mahmoudi M, Fayazbakhsh A, Akbari F. Organizational Commitment and Intention to Leave among Hospitals’ Employees in Tehran Hospitals. J Hosp. 2014;12(4):19-29. [Persian]

12.Tallman R, Bruning NS. Hospital nurses' intentions to remain: exploring a northern context. Health Care Manag (Frederick). 2005 Jan-Mar;24(1):32-43.

13.Chen ZX, Francesco AM. Employee demography, organizational commitment, and turnover intentions in China: do cultural differences matter? Hum Relat. 2000;53(6):869-87.

14.Kamali M, Soltaninejad A, Toorani S. Assessment of Relationship between Organizational Commitment and Job Satisfaction in Kerman Shahid Beheshti Psychiatric Hospital Staff. Zahedan J Res Med Sci. 2010;12(2):51.

15.Chang TY, Lin HY. A study on service employees’ customer-oriented behaviors. JAABC. 2008;13(1):92-7.

16.Michael O, Court D, Petal P. Job stress and organizational commitment among mentoring coordinators. Int J Educ Admin. 2009;23(3):266-88.

17.Yaghoubi M, Karimi S, Javadi M, Hassanzadeh A. A Survey on Relationship between Job Stress and Three Dimensions of Organization Commitment among Nursing Managers. Sci J Hamadan Nurs Midwifery Fac. 2010;18(1):5-15. [Persian]

18.Mosadeghrad A. A survey about the relationship between job satisfaction and organizational commitment among staffs of Isfahan University of Medical Sciences hospitals [Research Project]. [Isfahan]: Isfahan University of Medical Sciences, School of Management and Medical Information Science; 2005. [Persain]

19.Gholamali Lavassani M, Keyvanzade M, Arjmand N. Spirituality, job stress, organizational commitment, andjob satisfaction among nurses in Tehran. Contemporary Psychology. 2008;3(2):61-73. [Persian]

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20.Jahangir F, Pazargadi M, Mahfoozpoor S, Akbarzadeh Baghban AR. A Single High-Dose 308-nm Excimer Laser in Treatment of Stable Plaque Psoriasis. Pajoohande. 2007;12(5):407-16. [Persian]

21.Steers RM. Antecedents and outcomes of organizational commitment. Adm Sci Q. 1977;22(1):46-56.

22.Gorgulu O, Akilli A. The determination of the levels of burnout syndrome, organizational commitment, and job satisfaction of the health workers. Niger J Clin Pract. 2017 Jan;20(1):48-56.

Figure

Table 1: Comparison of Organizational Commitment and Its Dimensions in Terms of Demographic Characteristics
Table 2: Comparison of Organizational Commitment and Its Dimensions in Terms of Employment Status

References

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